talent management maersk fin.pptx

8/18/2019 Talent Management Maersk Fin.pptx

http://slidepdf.com/reader/full/talent-management-maersk-finpptx 1/28

A.P. Moller - MaerskEvaluating Strategic Talent

Management Initiatives

Prepared by

WELCOME

ONBOARD



The A.P. Moller – Maersk Group (APMM)

• Founded in ?

• Global ead!uarters in ? "#enmark

• $$%"%%% employees

• &''ices in around ? countries

• &perates more tan ((% container vessels

• )anked at $%* in Forbes Maga+ine,s Fortune(%%, survey in %%/ 0$($ in %%12

1904

130

Copenhagen

A.P. M3ller - M4rsk A5S 6as establised in te #anis to6n o' Svendborg by 1-

year-old Mr Arnold Peter M3ller togeter 6it is 'ater" 7aptain Peter M4rskM3ller.

&n te deat o' is 'ater in $/8(" Mr M4rsk Mc-9inney M3ller assumed teleadersip o' te A.P. Moller - Maersk Group 6ic developed into a ma:orinternational business.

In $//; Mr M4rsk Mc-9inney M3ller 6itdre6 'rom te day-to-day managementand today te Group is eaded by Mr <ils S. Andersen 6o took over as te

'ourt Group 7ie' E=ecutive &''icer and Partner in %%*.



What Maersk o



Timeline o' Talent Management

MaerskSippingAcademy

%%;

Maersk becomeincreasingly global

in business andemployee base

%%1%$

>) 'unctioncanged 'romadministrative to

strategicmanagement

$. ?Familial relationsip@6it employee

. nderleverage in

individual careermanagement;. Slo6 to let go

underper'ormingemployee

B. Similarity in leadersipvalue" not ideal 'or a globalbusiness(. E=ecution-'ocused

$. >iring e=periencedpro'essionals andaccelerating career

progression o' trainee. Per'ormance

measurementstandard

$. <e6 talentmanagement process

. Focus on C rigt peoplerigt :ob rigt time"leadersipdevelopment" re6arddi''erentiation

Pre-%%;

Maersk DineGraduate

Programme



Talent Management an end-to-endprocess

1

!

34

"

Attra#t$on

%ent$&$#at$on

'eelopent

'eplo*ent

+#enar$oPlann$ng

,$ght Person-

,$ght Pla#e-

,$ght T$e



The Pos$t$ons

us$ness

pr$or$t$es

The People

/rgan$at$onalgaps

Te PSS structure



The asp$rat$on o& the 'eelopent +hop $s topro$e the r$ght eelopent opportun$t$es tothe r$ght people at the r$ght t$e $a the r$ght

#hannels.

Talent #evelopment #evelopment Sop C/T2T / T2

+/P

&pportunities can be

'ound

by area o' learning

or by type o'

development

A,2A / %T2,2+T5

7ommunication

Sel' Deadersip

People Deadersip

7ange Deadersip

Strategy Husiness

Acumen

Financial Diteracy

Process Pro:ect

Deadersip

T6P2 /

'2728/PM2T

22C Hooks" E-Dearning

and 7ourses

,22C Articles"

Podcasts and

ebcasts" Dearning

Partner )esources

82A,%G C/,2,

Deader learner guides

to managing

development



Measur$ng

per&oran#e

J Increased empasis on

per'ormance measurement and

standardi+ed bencmarksJ #riven by ob:ective settings →

scorecard and associated 9PIs

6it targets con'irmed by te

e=ecutive team.



+trengths

E=perience

d

>)5Husiness nit

7ompany

name

makes it

easy to

attract

ne6

talent

Skilled

6ork'orc

e 'romsolid

training

programs

Weakness

es

>ig

turnoverrate

7oesive

culture

makes it

di''icult

to

integrate

ne6

ires

Do6

diversityamongst

upper

level

manage

ment

/pportun$ Threat



Maersk Cr$t$#al Talent Challenges

EmployeeRetention

IntegratingExperienced

HiresRe-Hiring

EmployeeDevelopment

Employee

Diversity



2plo*ee

,etent$on Sudden increase in

istorically lo6 turnoverrate

)apid business gro6t andincreased iring needs

Dimited candidate pipeline Dack o' planning to

mitigate risks o' turnover



2plo*ee

,etent$on

Dost ?'amilial relationsip@value

>iring gap

Increase in training anddevelopment costs

<egative impact oncompany revenue andpro'itability

Potential decrease in te!uality o' product orcustomer service



2plo*ee 'eelopent

Inception – 2004

✓ Employee training is costly and time consuming

✓ Company not reserving return on investment in employee

training (400 trainees, rom !0 countries "ired per year, only #0$

remain ater % years&

✓ 'o indication i training program aligned it" HR long term goalsand o)*ectives

2008

✓ 'e internal training "ic" emp"asi+e in leaders"ip

development and pay-or-perormance initiatives✓ raining )ecame more individuali+e✓ Esta)lis"ment o Development Shop



%ntegrat$ng

2per$en#e $res

J Huild-buy-borro6 approac

J <o training or coacing 'or

e=perienced ires 6o :oinMaersk

J 7allenge 'or e=periencedires to get into Maersk

culture and establis arelationsip 6it currentemployee



,e:$r$ng

• aers. unritten policy o not re"iring )oomerangs

• Researc" says /0$ o ne "ires at many companies ere

)oomerang employees

• oomerang are loer ris., less costly, "iring and recruiting

process s"orter and less la)or intensive, "ig"

perormance level and esta)lis" netor.

• aers. need to c"ange 1policy2 and consider returning

employee on an opportunistic )asis



2plo*ee '$ers$t*

J ?Sameness@" lack o'diversity

J 7ange in mindset and

leadersip as te companygro6t and diverse

J nderstanding employeeculture are vital in order to

attract and retain talent'rom all over te globe



2plo*ee Turnoer 'r$ers



2plo*ee ,etent$on +trateg$es



- 3eep updating "atcompensation is)eing oered )ycompetitor and oercompara)le )eneitspac.ages

- er additionalper.s suc" as lexi)lesc"edules, stoc.options, on-siteitness rooms or day

care, discounts onservices or travel

- 5ind ays to

position potential

employee or uture

advancement it"in

t"e company

- 6rovide *o) trainingor ne entry andconsistently traincurrent employee toimprove or.perormance



- 7c.noledgeemployee personallie and cultural)ac.ground

- Create a ell)alance or. andlie or.ingenvironment

- Revisit *o)description

- 7ssign employee toa special pro*ect or

expand t"eir role

- 3eep employeesexcited a)out "att"ey8re doing t"roug"team-)uilding

activities

- Recogni+ed *o)ell done

- Increment in

salary or )onus ornon monetaryreard (day o,mem)ers"ip, aardevent&



)ecommendation

)etention sould be synced 6it #evelopment



)ecommendation

$.International Acceleration ProgramIntensive training and cultural education 'orig-per'orming leaders across units

.Increase :ob satis'action and 6ork motivationE= C #ual ladder track" Skill variety" Taskidentity" Feedback

;.Empasi+e on employee,s perception o' 6orkenvironmentE=C Engagement survey



)ecommendation



)ecommendation

)ecruiting

$.Hroadened te understanding o' potential

talent to build a more sustainable pipeline.

Talent is global and independent o' gender" race"

culture" age

.7reate inclusive environment tat enables te

organi+ation to bene'it 'rom di''erent

perspectives o' te diverse employee



)ecommendation

)eiring

$.E=it intervie6- provide employers 6it

opportunity to gain 'eedback and maintain

relationsip 6it departing employee and

provide data 'or >) strategy

.#evelop tracking system to keep touc 6it

key employee 'or reiring opportunity

E=C #atabase and Alumni <et6ork



on 7o*age;

talent management maersk fin.pptx

Documents